PHOTOS COURTESY OF GENERAL DYNAMICS

from vice presidents to first-line supervisors, attended the
introductory seminars.

These sessions marked the beginning of a single, cohe-
sive quality improve me lit program at General Dynamics,
Previously, (he company had used a variety of approaches
and undertaken a number of different projects. While pre-
liminary improvements in product quality had been im-
pressive, a unified, comprehensive program held Ihe po-
tential for even more dramatic gains.

In establishing the formal quality improvement pro-
gram, division managers recognized that success de-
manded a commilmeiit from the entire work force.
Achieving this dedication would require the total involve-
ment of all management levels, from first-line supervisors
to top executives. Also necessary were an effort to pro-
mote quality awareness in every department and a compre-
hensive quality improvement training plan for all employ-
ees. To carry out these activities, General Dynamics' Fort
Worth Division adopted a number of strategics.

Making quality everybody's job. Establishing specific,
measurable performance parameters in every functional
area, with affected managers assuming full responsibility
for parameters assigned, was critical. Engineering, for ex-
ample, is accountable for reducing the number of avoida-
ble engineering changes; production answers for scrap, re-

Employee-deslgned posters attest to a commitment to
quality at General Dynamics-Fort Worth.

pair, anil rework costs; and the materials department is
charged with purchased-item acceptability and on-time
delivery.

Providing comprehensive, tailored training. The com-
pany educates all department personnel so thai they can
apply the specific quality disciplines their organization is
responsible for. Specialized training at department, sec-
tion, and group levels helps employees identify particular
recurring problems and the methods used lo prevent and
correct them. Topics covered include process controls,
data system improvements, inspection system revisions,
quality audits, standards and specifications development,
and documentation processing.

Presenting broad-based orientation. All employees at-
tend slide, viewgraph, and videotape presentations which
promote qualily awareness. The malcrial affords a pro-
gram overview and is updated periodically to include the
most recent developments such as introduction of new pre-
ventive or corrective techniques, measurement methods,
equipment, and data systems.

Rewarding participating employees. Monthly and quar-
terly awards for good design and fine workmanship and
for special achievements provide incentive lo workers, In
addition, the company sponsors poster and slogan contests
in order lo foster employee awareness of the benefits thai

Figure 3. Nonconformance costs of scrap,
rework, and repair at General Dynamics • Fort
Worth

Cumulative reduction from.
1980 base • $37.2 million

1980 1981 1982

Percent nonconformance cost

1983

1984

Defense Management Journal

17s of the government's